2012 03 02 bsg (uk) reflections on iiba ba survey version 1


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Reflections on the 2012 UK IIBA survey.

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2012 03 02 bsg (uk) reflections on iiba ba survey version 1

  1. 1. Reflections on the UK IIBA Business Analysis surveyPRACTITIONER REFLECTIONSBSG Business Analysts reflect on the results of the IIBA’s industry survey.Recently the UK International Institute of Business Analysts (IIBA) published the results of an industry-wideBusiness Analysis survey (http://bit.ly/iibasurvey2011). BSG BAs, many of whom completed the surveyquestionnaire, reviewed the results and discussed some observations.How does BA happen in the public sector?Reference: Sector, page 5Only 5% of respondents work in the government / public sector. This seems quite low; especially given thatin our experience government machinery seems fairly process oriented and includes several checks andbalances. This is prime subject matter for a BA! It is also interesting that many of the well knownmethodologies in our field (PRINCE2, MSP, TOGAF) have their roots in, or are owned by, governmentagencies. What are your experiences with the public sector?When will we stop calling ourselves misunderstood?Reference: Length of Career, page 636% of respondents answered that they have been a BA for 10 years or more. These colleagues have spentyears honing their craft and surely have reached their “10 000 hour threshold” of purposeful practice. If1/3 of our community are in a position to achieve mastery in the profession, we should be able to defineourselves. Can you define what makes BA valuable?Why aren’t BAs driving change?Reference: Areas of involvement, page 6Organisational change is the reason why projects exist. Change is the "why" we are here. It seems counterintuitive that so many BAs are not involved in the change tasks of the project and how infrequently theservice is offered. Are BAs missing out on reaping the fruits of their labour? Are we blind to our own highercause?Is there no common BA toolkit?Reference: Techniques, page 11Only 4 of the techniques surveyed were used by more than 50% of respondents. We take the view thatrequirements workshops and interviewing are data gathering techniques rather than communication toolsleaving just MoSCoW and use cases as the only common tools in the toolkit. How do we build a common BAtoolkit? Should we build a common BA toolkit? For more information about our www.bsgdelivers.com service offering, please visit our +44 20 7390 8674 website or contact us info@bsguk.co.uk Business Systems Group (UK), Registered in England No. 6150570, 230 City Road, London, EC1V2TT www.bsgdelivers.com
  2. 2. Is there anything meaningful behind the selection of project approaches?Reference: Development Techniques, page 13There appears to be no correlation between the choice of project approach (agile, waterfall, etc.) and theBAs experience, market sector or maturity of the practice in which they work. None of these factors seemto be driving selection of approach. Ideally, this decision is based on factors such as the project objectives,environment and end customer needs. What are your drivers for the decision?Do we really want to be document jockeys?Reference: Tools, page 14The strong bias to MS Office tools suggests that we’re very focused on writing things down and sharingthem “traditionally” (on paper and/or via SharePoint). Aside from Quality Centre, no other tools got alookin. It was disappointing to see such limited use of either integrated enterprise modelling tools or webbased collaboration tools. Why is adoption of sophisticated collaborations tool so low?Are universities failing the BA profession?Reference: Qualifications Held, page 15The vocational qualifications held by the BAs surveyed largely came from accreditation bodies as opposedto universities. There is no doubt that many degree courses include subjects that can build up a BAsarmoury however it is unclear if the BA profession sees these as being formative in ones BA careerdevelopment. Should universities step up and begin specific BA training? How have your university studieshelped you as a BA?BAs can be external parties tooOne general observation we have on the survey is that, in places, it seemed to be focused on practitionerswithin organisations rather than considering the potential for consultant BAs. Of course, as a consultingfirm of BA practitioners, we’d be sensitive to this. Most of our team interpreted the question in the contextof their current client so no more than food for thought in preparation for next year’s survey.BSG (UK)BSG is passionate about being a proactive force for positive change. Our clients have a deep understandingof their organisations’ strategic intentions – their “why”. We have observed that many of theseorganisations struggle in the gap between intentions and delivery – the how, what, when and who ofdelivering against strategic ambitions.Addressing this is all about designing practical programmes and projects, which will deliver the “why”.Programmes and projects need to have a clear, strategy aligned, benefits case. Executing change is aboutworking in the detail of these projects to reliably deliver the business needs. It is about acting as the bridgebetween the business stakeholders and the technology implementation.BSG (UK) is an IT professional services organisation. We bring deep technical and domain expertise to bearon design and delivery of business change. A collection BSG (UK) BA www.bsgdelivers.com practitioner insight can be found +44 20 7390 8674 at http://bit.ly/bsgukinsight info@bsguk.co.uk Business Systems Group (UK), Registered in England No. 6150570, 230 City Road, London, EC1V2TT www.bsgdelivers.com